Belgium 2025
Supported by the Association of Corporate Counsel
Managing counsel, Benelux, Central Europe and France | McKinsey & Company
Chief legal officer, Secretary general and Member of the executive committee | Gimv NV
General counsel and Chief compliance officer | Danone Benelux
Group general counsel, Chief compliance officer and Corporate secretary | Azelis Group NV
International legal director, company secretary, compliance officer | Atenor SA
Head of legal services | European Network of Transmission System Operators for Electricity (ENTSO-E)
General counsel global cross-border, General counsel international 3PL | bpostgroup
Head of legal and consumers’ affairs and Ombudsman | Commission Wallonne Pour l’Energie (CWaPE)
Senior legal director, surgery and strategic solutions EMEA | Johnson & Johnson
VP, General counsel international, Chief compliance officer | Allegion PLC
Senior legal and commercial manager, Belux | Fujitsu Technology Solutions
Chief legal officer and Company secretary | Nostrum Oil & Gas plc
General counsel, Continental Europe and MENA | McCain Foods
Assistant general counsel, VP regulatory law EMEA/APAC | Johnson & Johnson
Chief legal officer, Head of contract management, GDPR and ethics | Equans Belux
General counsel, Belgium-Luxembourg | Besix Group NV/SA
VP legal and Chief security officer | Coca-Cola Europacific Partners
Senior legal counsel - Head of regional legal team, Europe and Africa | Umicore
Head of legal and corporate affairs, BeLux | Huawei Technologies
Deputy general counsel, corporate governance and Deputy corporate secretary | Solvay
Group chief legal officer | Société Nationale de Construction Aérospatiale SA
Head of legal enterprise, technology, purchase and wholesale | Proximus
General counsel and corporate secretary | GBL (Groupe Bruxelles Lambert)
Secretary general, General counsel and Head of customer services | ASCENCIO SCA
General counsel, strategic initiatives, M&A, marketing and communications, legal operations | Mastercard
Group general counsel, Company secretary and Compliance officer | Aedifica NV
Legal 500 is honoured to launch the inaugural GC Powerlist: Belgium, in partnership with Loyens & Loeff. As in-house counsel continue to play an integral role in their organisations, the Powerlist celebrates their achievements and contributions to both the legal and business landscape.
As Hans Vandendael, International Legal Director at Atenor, points out: ‘the modern in-house counsel role has evolved dramatically, requiring a broader skill set than traditional legal practice.’
In today’s fast-paced environment, in-house counsel must be able to adapt – and quickly. ‘Regulations, technologies, and market expectations evolve rapidly, particularly in sectors such as gambling. An effective counsel must therefore anticipate changes, identify risks, and seize opportunities to create value rather than merely prevent liability’, explains Yves T’Jampens, Belgium Legal Director at Napoleon Sports & Casino.
Stijn Marquant, Managing Counsel, EMEA at McKinsey & Company Inc. agrees: ‘The increasing complexity of geopolitical risks, such as sanctions and tariffs, demands proactive legal risk assessments and real-time monitoring systems to safeguard operations and finances’.
But in-house counsel are increasingly called upon to balance the legal perspective with business strategy. General counsel must act as more than legal advisors and take on the role as true strategic partners to the business. ‘It is important not only to be flexible, but also to be familiar with the overall strategy and have a firm understanding of the impact and key focus points in order support the realisation of that strategy and the projected goals,’ explains Delphine Van Waes, Chief Legal Officer at Triginta NV.
Adaptability is key in managing these different sides of the business: ‘an effective in-house counsel must be able to absorb new legal frameworks and adjust strategies while keeping sight of the bigger picture. This agility allows the legal function to remain a reliable business partner when circumstances move faster than the law itself, for example with emerging AI regulations,’ notes Robert Sillen, Legal and Royalties Director and Editions at Casterman (Madrigall Group).
AI (artificial intelligence) remains a focal point for many in-house teams. General counsel must find a balance between integrating the benefits of AI into legal operations and ensuring that its use is ethical and compliant.
AI can streamline work that often consumes unnecessary time within a legal department. ‘The rise of technological innovations, particularly generative AI, is reshaping legal operations by automating tasks, enhancing efficiency, and enabling better risk management,’ explains Marquant.
This allows ‘in-house legal teams to focus on the more complex and engaging matters’, points out Caroline Coesemans, Legal Director for BeNeLux and Nordics at Google.
But there are risks associated with the use of AI, and much of the legislation around new technology is still developing. The temptation, warns Annelies Keirsmaekers, Head of Legal Affairs at Aquafin NV, is ‘to use AI without the right background, education and critical thinking abilities to tackle the need for speed.’ Vandendael agrees: ‘General counsel must become fluent in AI capabilities while maintaining critical oversight of AI-generated insights. The liability and ethical implications of AI-assisted legal work are still evolving, requiring careful navigation.’
Legal teams must therefore navigate such issues with integrity. Edmond Bastijns, Chief Legal Officer and Secretary General at Gimv NV, argues that ‘a strong ethical compass remains fundamental, underpinning transparency, corporate integrity, and sound governance.’
‘The modern in-house lawyer is not merely a technical expert, but also a guardian of corporate reputation and societal trust. Upholding the highest ethical standards while delivering innovative, compliant solutions is what truly defines excellence in today’s environment’, agrees T’Jampens.
In-house counsel are therefore required to take on an increasingly multi-faceted role. They must adapt and evolve to keep up with the business and industry of which they are a part, whether from a business, regulatory or technological perspective. And they must do this while maintaining an ethical standpoint that underpins both the legal and strategic advice they provide.
Isabel Caine
Editor – Corporate Counsel
Legal 500
On 26 March, Legal 500 partnered with Portuguese law firm PLMJ to bring its renewed sustainability‑focused conference series to Lisbon with the ESG Forum: Portugal 2026. The half‑day event gathered senior leaders from the legal, financial, energy and sustainability spheres for a concentrated programme hosted at PLMJ’s offices. Throughout the sessions, speakers explored the regulatory, governance and enforcement forces reshaping ESG strategy in Portugal, offering a clear cross‑sector perspective on how organisations are adapting to an increasingly complex and fast‑moving landscape.
The event opened with some welcome remarks from Legal 500 editor Francisco Castro, who emphasised the value of events that bring the in‑house community together to learn, exchange experiences and build meaningful professional networks. In his welcome address, he highlighted the growing complexity of ESG obligations across Europe and the increasing pressure on organisations to adopt integrated, business‑wide approaches to compliance, risk management and strategic planning. By underscoring the need for practical, grounded discussion rather than abstract theory, he set the tone for a programme designed to deliver actionable insight and foster collaboration among practitioners navigating a rapidly evolving ESG landscape.
Followed an opening brief delivered by PLMJ’s Managing Partner, Bruno Ferreira, who provided a concise yet comprehensive overview of the ESG priorities defining Portugal in 2026. He outlined the expanding influence of EU regulatory frameworks on corporate reporting, due diligence and governance, noting how these requirements are reshaping expectations around data quality, transparency and accountability. His remarks positioned ESG not as a peripheral concern but as a central driver of corporate behaviour, capital flows and long‑term competitiveness in the Portuguese market.
The first panel, moderated by João Marques Mendes, Partner at PLMJ and joined by Cláudia Teixeira de Almeida of Banco BPI, Nuno Moraes Bastos of GALP and Diogo Graça of REN, explored how corporate governance and sustainable finance are shaping Portugal’s energy transition. The discussion examined how boards and executive teams are adapting oversight structures to manage transition‑related risks and how legal, compliance, sustainability and procurement functions are increasingly intertwined in project governance. Panellists described the growing influence of financing structures on project execution, noting that lenders’ expectations around ESG metrics, contractor performance and transparency now shape governance decisions from the earliest stages. They also addressed the operational constraints that continue to challenge Portugal’s transition ambitions, including permitting timelines, grid capacity limitations and delivery risk. While acknowledging the complexity of EU‑level frameworks, speakers emphasised that these standards also present strategic opportunities to harmonise practices, unlock investment and strengthen Portugal’s competitive position in the energy transition.
Following a short break, the second panel turned to litigation, liability and the emerging enforcement era surrounding sustainability claims. Moderated by Raquel Azevedo, Partner at PLMJ and featuring contributions from Carla Góis Coelho of PLMJ, Carlos Martins Ferreira of Jerónimo Martins, Filipa Rodrigues Carmona of Caixa Geral de Depósitos and Céline da Graça Pires of NOVA, the session examined the rapid rise of ESG‑driven disputes, investigations and regulatory actions. Panellists discussed the typical trigger points for scrutiny, ranging from sustainability reports and corporate websites to marketing materials and investor presentations, and highlighted how these touchpoints are increasingly tested by regulators, competitors, consumers and NGOs. They analysed recent case law developments and their implications for Portuguese organisations, noting the emergence of more stringent evidentiary standards around disclosures and due‑diligence obligations. The panel concluded that sustainability claims can no longer be treated as aspirational messaging; they now carry the weight of binding legal obligations, requiring more rigorous internal validation and cross‑functional coordination.
The forum concluded with closing remarks from Francisco Castro, after which attendees were invited to continue their conversations over a light lunch, providing a relaxed setting to deepen connections and reflect on the themes explored throughout the morning.
Legal 500 extends its thanks to PLMJ for its collaboration in bringing this conference format to Portugal’s in‑house legal community. The team looks forward to returning soon for the launch event of this year’s GC Powerlist: Portugal.
